Sales Compensation Plans examples templates software options

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ELIZABETH HARRIS
Resultist Consulting
SALES COMPENSATION PLANS
Examples, Templates & Software Options

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Sales Compensation Plans
Examples, Templates & Software Options
Whether you’re a CEO or a VP of sales, the sales compensation plan is
probably the most powerful tool you have to insure you get the right
results from your sales team.
If you have an ineffective sales compensation plan and want to make a
switch from paying your sales people based on the sale to paying them
based on the collection of the sale, extreme caution is required.
Any adjustments to a sales compensation plan require sensitivity and
thoughtful method in your approach. As you consider the
compensation options, we want to review thoughts processes and
alternatives for developing (or changing) your plan.
Here are three key questions to ask about any potential change:
Is it simple?
Is it aligned?
Is it immediate?
A sales compensation plan that fails to cover details about governing
policies and procedures, including such important topics as how
incentives are calculated and paid when a participating sales rep
terminates employment, can become a legal matter for a judge to
decide. Examples of recent lawsuits related to commissions:
'Star Wars' Director Rian Johnson Sued by Ex-Agent for
Commissions

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Hermès was recently named in Lawsuit for Allegedly
Failing to Pay Commissions.
Zooey Deschanel Sued for Commissions on 'New Girl,'
Hello Giggles
DELEON v. VERIZON WIRELESS Lawsuit
Sprint Nextel (Retail Employees) | Nichols Kaster, PLLP
Unpaid Commissions - The Rubin Employment Law Firm
While this report does not offer legal advice, it should serve as a
reminder of how a sales compensation plan and its documentation can
be the difference between success and failure.
What might be missed in a plan document are policies and procedure
details. With so much at risk for all parties, the rule of Keep-It-Simple-
Stupid for a compensation plan is a little naïve.
This Sample Direct Sales Rep Compensation Plan Template is simple in
nature but far from a finished plan. (Templates might save time, but we
do not recommend them.)
Examples of administrative policies and procedures to include:
 Management's ultimate authority – This is a statement of
management's final authority regarding any and all incentive
plan administration issues.
 Plan effective dates – Include the effective starting date and if
applicable, a termination date.
 Employee termination (separation) – When an employee
separates from the company, what are they eligible for in terms
of incentive compensation upon termination?
 Eligibility timing – Describe employee service requirements to
be eligible for the sales incentive plan.
 Sales crediting – When a sale is credited (e.g., at booking versus
invoice, versus shipment), how is it considered in the incentive
compensation?
 Leaves of absence – How a leave of absence impacts quota
attainment and incentive compensation.
 Job/territory transfers - How a job or territory change impacts
quota attainment and incentive compensation.

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 Quota or goal adjustments – Include statement of
management's right to adjust quotas, as well as the defined
process for requesting a quota adjustment.
 Payment adjustment requests - Include a defined process and
timing for initiating and reviewing an incentive payment
adjustment request.
 Bad debt chargebacks - Describe the details for how bad debt
chargebacks impact paid commissions or bonuses.
 Statement of confidentiality - A statement that all aspects of
the incentive plan are company confidential and proprietary.
SalesManagement.org offers a more comprehensive review in this
white paper: “Sales Compensation Plan Policies and Guidelines.”
A well-designed sales compensation program reinforces an
organization’s strategic plans.
Unsuccessful compensation plans lead to:
o Failed product launches
o Lower revenue and profit margin
o Lack of growth and missed goals
o Costs over budget
o High rate of staff turnover
Successful compensation plans include:
o Sales compensation aligned to performance
o A motivated sales team

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o Improvement in goal achievement
o Decision of plan-design is results-based
o There is an alignment in sales strategy
The strategic sales plan should act as a “road-map” for sales
achievement. The plan should take into account the external conditions
affecting the company’s ability to achieve sales results, as well as the
type of sales techniques and approaches that are necessary to
accomplish these results. Some of these conditions include:
o Market demand
o Market maturity by market segment
o Competitive conditions
o Economic conditions in the market
o Strategic objectives by market
o Types of sales effort/behaviors desired
o Current and desired sales structure
o Current and desired future skill needs
o Other factors which may impact on a company’s sales effort
Without a well-formulated sales strategy, a company’s sales efforts will
be disjointed at best and highly ineffective at worst.
Salespeople, in general, will play by the rules given them to make
commissions and bonuses — in other words, “win.” The sales
compensation strategy, as it is driven through the compensation
program, is meant to keep the players running in the right direction and
prevent them from scoring touchdowns on the wrong end of the field.
A well-designed sales compensation plan answers five important
questions:
Who should participate?
How much pay is appropriate?
Compensation should be for what performance?
When should they get paid? (Dates, frequency and tenure
considerations.)
In what form should they be paid?
It is difficult to create a sales compensation plan without being
influenced by variables such as:
Which lead sources result in the highest percentage of closed
deals?
Are your reps selling the most profitable products?
What percentage of the time is your sales process being
followed?
Where do your reps tend to stall in the sales process?

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Which competitors do you lose the most business to, and why?
A compensation plan may draw attention to more profitable products
and motivate the sales team to push through friction points. A sales
compensation plan designed to achieve unreachable goals will
dishearten instead of empower a sales team.
The Sales Approach Pyramid
The sales approach pyramid describes different types of sales
approaches from “order taking” on the bottom to “partnership selling”
on the top.
When you go to McDonald’s, you experience order taking; the customer
simply peruses the options and selects which item(s) he or she would
like.
When Boeing sells its aircraft to an airline, partnership selling is
involved; Boeing has a limited number of large customers to whom it
sells its product (i.e., jet airliners), and the customer has input into the
product design from the development stage.

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This process helps to ensure that the customer’s
requirements/specifications are met and that the customer will
ultimately buy the product when it is produced. Other examples of sales
approaches include:
o Feature Selling – furniture, electronics
o Pressure Selling – automobiles
o Relationship Selling – insurance, stocks
o Post-sale Service – office equipment, copiers
o Multi-level Selling – computer systems
o Need Selling – determine the customer’s need and supply
products in order to satisfy them
o Consultative Selling – determine customer’s goals & build or
repair products to enhance business
The sales approach pyramid is important when developing or revising a
sales compensation plan. All selling is not equal. The infographic shows
how personal selling requires different skills sets than partnership
selling. Consider the roles and expertise before implementing a plan and
avoid mismatches with compensation vs. performance.
A sales compensation plan is not a solution in and of itself.
Recruiting and developing a sales team is the foundation for success.
The new world of connection and multi-generational workforces
challenges many conventional notions of sales management, using the
metrics-driven, process-oriented lens through which many have been
trained to see the world.
For instance, it is possible to measure success by meticulously
tracking data on sales, identified predictors of success, and look
for people whose traits and skills closely resembled those of top
sellers.
Instead of training new recruits by having them tag along on a
successful salesperson’s calls, you will find it more effective to create a
regimented training program that gives them firsthand experience with
the products, services, and technology and then trains them to nurture
systematically, serve and develop leads.
The power of a compensation plan not only works as a motivator for
salespeople to sell more but also act in ways that support a company’s
evolving business model and overall strategy.
“What’s the best sales compensation structure to use?”
This is, of course, a complicated question where consultants can easily
respond with “It depends.” As you can see from the chart below from

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OpenView, the answer can depend on roles, experience required, the
level of autonomy, the level of difficulty and requires us to look again at
The Sales Approach Pyramid.
 How complex is your sales cycle?
 How much influence do reps have on the buying decision?
 Is your model primarily inbound or outbound?
 Is the focus of the role primarily hunting (outbound), farming
(growing existing business), or catching (inbound)?
The ideal sales compensation plan is created and tailored to the type of
business and the company’s growth stage. As an example, a start-up
typically has three key stages:
1. Customer acquisition
2. Customer retention and success
3. Sustainable growth
SIMPLICITY:
The best plans use as few as three
variables to measure sales
representative’s performance and
incentives. One example would be to
do the following:

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 Determine the sales quota ($) & commission (%)
 Determine a hurdle rate when the commissions start
 Pay an accelerator for dollars above quota
Beyond a compensation plan, the right performance metrics for a sales
representative can keep the sales representative focused. Performance
metrics can include:
Quantitative Metrics Variables:
Volume of sales in dollars
Total profit generated
Number of new accounts opened
Number of 'calls' made to existing accounts
Dollars spent entertaining customers
Other Variables:
The extent a sales representative promotes business
Accuracy of sales orders
Reporting promptness
Knowledge of the business
Team player?
Performance Metrics to Watch:
Average Deal Size
Winning Percentage
Average Days in Pipeline
Average Time to Close
New Opportunities per Month (NOP)
Average Monthly Pipeline Size
Measuring performance of sales representatives based on these
statistics requires a commitment to track, share and rank the team
against each other.
Sales Compensation Software:
It may be time to move away from spreadsheets and make software a
central component of your sales compensation plan.
At some point, using an approach that is based on “Excel & email” to
manage sales commissions will begin to crack. There does not appear to
be a magic number of staff for when the system begins to break. For
higher volume sales organizations with more complex commission plans
systems can stop working well with fewer than ten sales reps. Large
sales organizations with a few transactions per rep per month, by

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contrast, can sometimes get away without an incentive compensation
management tool with a team of more than 75.
Indicators that you might be overdue for a software management
system for sales compensation:
 You are paying out more than $1 million in annualized
commissions. If true, commission-related expenses are enough
that you can’t afford not to track in a centralized system.
 Your commission plan references more than 1,000 rows of data
each month. A small number of misallocated deals across a
handful of sales representatives will create serious errors in
your commission calculations which will force you to redo
calculations manually for half the team.
 If one or more of your staff spends a week per quarter
calculating and managing sales incentives, a software solution
will have a positive impact on operations, decision making, and
profit. A professional sales tracking software solution should
allow you to cut costs while providing the benefits of a robust,
centralized system that consolidates all compensation
management workflow in one place.
The obvious benefits software can offer include making it easier for your
sales staff to do their job and for your customers to do business with
you. Here are a few key points to make a case for an upgrade to
compensation software.
1. Sales management software can automate many time-
consuming manual tasks. This frees up time and allows you to
concentrate on more important jobs.
2. By improving the visibility of sales activities through reporting
functionality, it is easier to identify what is going wrong (and
right) and adapt as needed. The access to activities also means
improved accuracy and better forecasting.
3. Increased awareness empowers leadership to better manage
pricing strategies through pricing optimization functionalities,
and pulling in information from your email system will ensure
smooth and transparent communication with clients.
Key functionalities to look for sales compensation software include the
following:
Sales analytics
Lead/contact management
Email integration
Sales forecasting

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Pricing optimization
Predictive analytics
Collaboration
Reporting
There is a select group of companies who work in the sales incentive
management space. These are often referred to as ICM (incentive
compensation management) solutions or, alternately, SPM (sales
performance management) providers. Among the long list of options,
here are nine top contenders to consider:
 Xactly Incent Enterprise
 CallidusCloud Commissions
 Compgun
 ICONIXX
 Xactly Incent Express
 NetSuite Incentive Management
 QCommission
 Cognos Incentive Compensation (Varicent)
 Excel Sales Commission Template Software
A warning about software for sales compensation plans -
Once in place, the sales
representatives will very
likely create their own
spreadsheets to calculate
exactly how much they’re
going to make on their
W-2. The spreadsheet will
be looked at every single
day. These sales
representatives are
excellent to have as they
are goal oriented and
understand how to stay driven. Those on the team who do not make
this effort should learn how or move on to another company.
Even with ICM software in place, since they will be creating their own
spreadsheets to track results, it is in everyone’s best interest to put it
together for them. Offering this spreadsheet gets you closer to getting
exactly what you want, instead of miscommunicating what you think
you want. A commission plan may be misinterpreted and have your
team misaligned with company goals.
Alignment and clarity of direction are more powerful than any all-hands
meeting or a 1:1 in your organization.

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Here are a few sample spreadsheets and templates for your
convenience:
 Sales Commission by Revenue from One Click Commissions
– xls Template
 Sales Commission from Excel-Skills.com
- xls Sample
 Sales Commission Tracker – xls Sample
 A Very Simple Sales Commission Calculator – xls Sample
Successfully implementing changes and adjustments to a sales
commission plan requires a high level of proactive communication,
clarity, and persuasiveness. There should be no surprises. It is more
effective for management to engage top performers individually for
input on potential changes. It is also important to reinforce the need for
achieving acceptable profit levels and the rationale behind any changes
to the plan.
Planning, designing, and implementing a sales compensation plan may
seem a daunting task to entrepreneurial companies with so much on
their plates. It remains one of the most critical elements to success.
Defining key results and following simple steps, an organization can
implement a plan that supports a motivated, successful sales team
while contributing to a healthy, growing bottom line.

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About the Author:
Over the course of her 20+ year career, Elizabeth has
"been there and done that". Her experience includes:
Business Founder & Owner, Entrepreneur, President,
Principal, VP of Sales & Marketing, Consultant and
Executive Advisor for numerous successful businesses.
As a business owner she grew her own business from
$4M to $16M in annual revenues in under 4 years.
Throughout her career, Elizabeth's work has focused on
business and relationship development.
Elizabeth is a proven driver of revenue, profitability and
accountability. She is a complex B2B sales expert, adept
at motivating teams from a revenue perspective with
innovation, flexibility, and responsiveness to competitive and changing
market conditions. She is driven by a passion for making businesses
more successful.
As a trusted executive advisor Elizabeth builds revenue while
strengthening your most valued relationships. Her extensive experience
in managing strategic growth in challenging business environments,
coupled with the hands-on insight to reenergize teams, makes Elizabeth
a valued asset to executives who want to drive better results
throughout each client experience.
Elizabeth is a member of The Executive Network of Seattle, Center for
Advanced Manufacturing Puget Sound, and Washington Technology
Industry Association. As a member of these and past organizations, her
committee work has included the Business Mentors, New Member
Orientation and Community Service committees, along with executive
workshops.
You can contact Elizabeth at: 206.361.4562 or info@resultist.com.
Call: 206-361-4562
Email: info@resultist.com
@resultist
www.linkedin.com/in/elizabethaharris

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